2011
Carlos Polk
Civil Service, Federal Government
Sean Robinson
Ohio University
Rebecca Thacker
Ohio University
Kori Callison
University of Houston
Conversations with our SIOP colleagues suggest that many, if not most.
of us find considerably more support from executives than managers for our
projects. Whereas executives often take a long-term view that accepts short-
tenn costs as necessary for long-tenn gain, managers tend to focus on short- j
:,
tenn costs. It appears that it is quite common for us to face resistance from
line managers when we are seeking their support (i.e., funding, permission to
collect data from employees during work hours, or both) for an HR study that
is intended to help them! Unlike corporate attorneys whose advice managers
seem to follow without question, we typically find ourselves jumping through
hoop after hoop to "justify" what we propose. We offer an approach to reduce
the number of these hoops.
What do managers care about? The pay of line managers is typically a
function of the extent to which they meet their business unit goals, which are
most often operationalized in terms of short-term (i.e., quarterly or annual)
financial petformance (i.e., adherence to their allocated budget) and opera-
tional perfonnance (i.e., production in the fonn of revenues, service, and/or
goods). As a consequence, managers think in the short term and tend to care
most about meeting operational objectives and not spending too much
money. This requires a delicate balancing act, as business conditions some-
times require allocating unbudgeted monies {e.g., overtime pay) to maintain
operational petfonnance levels. The bottom line, though, is that managers are
expected to meet expected operational performance levels. Anecdotal evi-
dence suggests that executives are more tolerant of managers who go slight-
ly over budget to meet operational performance goals than of managers who
stay well within the budget but fall short of operational performance goals.
Conclusion